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EPPIC Inc.Achieve Peak Performance

Targeting Targeting EPPIEPPIsmsm

TargetingTargetingEnterprise Process PerformanceEnterprise Process Performance ImprovementImprovementsmsm

October, 2002

Prepared by:

Guy W. Wallace, CPT

EPPIC Inc.

EPPI Review – The Enterprise Process Performance Improvement Model Review Guy W. Wallace EPPIC Inc. The Enterprise Process Performance Improvement Consultancy Inc. ©2002 EPPIC, Inc. All Rights Reserved EPP 04 10/1/02 Page 1


Purpose for Targeting EPPIPurpose for Targeting EPPI

The purpose of a Targeting EPPI project may be to

1. Determine all of the systems/processes and their enablers necessary to implement a greenfield operation, or

2. Determine all of the systems/processes to assess potential improvement targets based on their ROI potential, and then derive the current state enablers for targeted improvement initiatives, or

3. Determine any processes and enabler deficiencies for targeted systems/processes based on current-state business results deemed unacceptable, or perceived future-state risks deemed unacceptable

EPPI is a service mark of EPPIC, Inc.



The EPPI MODEL of 3 Key VariablesThe EPPI MODEL of 3 Key Variables

C

S

L

C

S

L

C

S

L

C

S

L

C

S

L

C

S

L

C

S

L

Performance Model

<=Process Map

Lead

ersh

ip

Syst

ems &

Pr

oces

ses

Cor

e Sy

stem

s &

Proc

esse

sSu

ppor

t Sys

tem

s &

Proc

esse

s

Attributes/Values

Knowledge/Skills

Human Asset Requirements

Environmental Asset Requirements

Facilities/Grounds

Tools/Equipment

Materials/Supplies

Data/Information

Budget/Headcount

Culture/Consequences

Role1

Process Map View Performance Model ViewArea of Performance:

KeyOutputs

KeyTasks

Roles/Responsibilities1 2 3 4 5

TypicalPerf. Gaps

Prob. GapCause

dEdKdI

Role:

Area of Performance:Key

OutputsKey

TasksRoles/Responsibilities1 2 3 4 5

TypicalPerf. Gaps

Prob. GapCause

dEdKdI

Role:

Role2

Role3

Role4

Role5

<=

3 Key EPPI variables to be improved/managed:3 Key EPPI variables to be improved/managed:11-- The Process The Process The Process itself must be “designed to deliver” and meet the desired/required metrics.

22-- The Human Asset EnablersThe Human Asset EnablersHumans bring several types of attributes/capabilities to the enterprise processes that they work in and to the environmental assets that they work with; these are

�Awareness, knowledge, skills�Physical attributes�Psychological attributes�Intellectual attributes�Values

33-- The Environmental Asset EnablersThe Environmental Asset EnablersThe environment provides several types of enabling assets for the humans to use while performing the job; these include

�Data/Information�Materials/Supplies�Tools/Equipment�Facilities/Grounds�Budget/Headcount�Culture/Consequences



2 Stages of EPPI2 Stages of EPPI

EPPI Stage I- Targeting EPPI� Where initial, quick investigations are made to assess problems/opportunities to

assess for “worth” or value in terms of ROI and Value Add

EPPI Stage II- EPPI Intervention Initiatives� Where those targets deemed worthy in terms of their potential ROI and Value Add

are systematically addressed and improved, by working on “one, two, or all three key variables”

Phase

1ProjectPlanning &Kick-off

Phase

2Analysis

Phase

3Design

Phase

4Development/ Acquisition

Phase

5Pilot Test

Phase

6Revision & Release

©2001 EPPIC, Inc.

Phase2 Current-

State Analysis

Phase2 Current-

State Analysis

Phase3 Future-

State Design

Phase3 Future-

State Design

Phase4 Implementation

Planning


Planning

Phase1 Project

Planning &Kick-off

Phase1 Project

Planning &Kick-off

©2001 EPPIC, Inc.



The The beginningbeginning of an EPPI Stage I of an EPPI Stage I

EPPI Stage I efforts can/should begin if:

�A problem is discovered producing potential risk to the “well-being” of the enterprise and all of it’s varied stakeholders

�An opportunity is discovered producing potential return on investment and economic value for the enterprise and all of it’s varied stakeholders

If It Doesn’t

Protect and Improve the EnterpriseDon’t Do It



Targeting ImprovementsTargeting Improvements to to Systems/Processes for ROISystems/Processes for ROI

MacroSystems/Process Maps, Process Maps and Performance Models are created for the “current state” processes and are used to assess those processes’ adequacy before deriving the human and environmental enablers


© 2002 EPPIC, Inc.

LCS

<=

Process Map

Performance Model


What is required depends on the outputs to be produced, and the

required metrics


required metrics



Targeting Improvements Targeting Improvements to to HAM Systems for ROIHAM Systems for ROIHAMSHAMS –– HHuman uman AAsset sset MManagement anagement SSystemsystems

Human Asset RequirementsHuman Asset Requirements











Process Map

Performance Model

Process Map

Performance Model

Process Map

Performance Model

Process Map

Performance Model

Performance Model

<=



















Process Map

Performance Model

Process Map

Performance Model

Performance Model

Process Map

Performance Model

Process Map

Performance Model

Performance Model

Performance Model

Performance Model=

Knowledge/Skills

Attributes/Values

HAMHAM SSystems & Processesystems & Processes

Organization & Job Redesign Systems

Staffing & Succession Planning Systems

Recruiting & Selection Systems

Training & Development Systems

Performance Appraisal & Management Systems

Compensation & Benefits Systems

Reward & Recognition Systems

PerformancePerformance--based Human Asset Requirementsbased Human Asset Requirements

The HAMS are typically HRsystems, and their specific configuration varies across an enterprise

The HAMS are typically HRsystems, and their specific configuration varies across an enterprise

What is required depends on both the performance requirements and the environmental supports available


�



Targeting ImprovementsTargeting Improvements to to EAM Systems for ROIEAM Systems for ROI

PerformancePerformance--based Environmental Asset Enablersbased Environmental Asset Enablers

EAM SEAM Systems & Processesystems & Processes

Information & Data Systems

Materials & Supplies Systems

Tools & Equipment Systems

Financial Systems

Facilities & Grounds Systems

Culture &Consequence Systems












Process Map

Performance Model

Process Map

Performance Model

Process Map

Performance Model

Process Map

Performance Model

Performance Model

<=



















Process Map

Performance Model

Process Map

Performance Model

Performance Model

Process Map

Performance Model

Process Map

Performance Model

Performance Model

Performance Model

Performance Model=

Data/Information

Facilities/Grounds

Materials/Supplies

Culture/ Consequences

Tools/Equipment/ Machinery Budget/Headcount

EAMSEAMS –– EEnvironmental nvironmental AAsset sset MManagement anagement SSystemsystems

The EAMS are non-HR systems and their specific configuration varies across an enterprise

The EAMS are non-HR systems and their specific configuration varies across an enterprise

What is required depends on both the performance requirements and the

human capabilities available



�



The Targeting EPPI PhasesThe Targeting EPPI Phases

EPPI Stage I- Targeting EPPI is conducted via the following four phases using a collaborative, team process:

�Phase 1: Project Planning & Kick-off�Phase 2: Current-State Analysis�Phase 3: Future-State Design�Phase 4: Implementation Planning

Targeting EPPI Phases

Phase

2 Current-State Analysis

Phase


Phase

3 Future-State Design

Phase


Phase

4 Implementation Planning

Phase


Phase

1 ProjectPlanning &Kick-off

Phase


©2001 EPPIC, Inc.



Phase 1 DescriptionPhase 1 Description –– A Project Steering Team gate review meeting is held to review the proposed project and obtain commitment and resources; potential issues and/or stakeholder requirements are uncovered and planned for to ensure the success of the downstream phases and activities

Key OutputsKey Outputs ––� Project Plan� Phase 1 PST Gate Review Meeting Presentation *

* The Project Steering Team decides to either: sanction, modify, put on hold, or kill the project

Phase 1: Project Planning & KickPhase 1: Project Planning & Kick--offoff

©2001 EPPIC, Inc.


Phase


Phase

2Phase


Phase

3Phase


Phase

4Phase


Phase


Future-State Design

ImplementationPlanning

Project Planning & Kick-off

EPPI Review – The Enterprise Process Performance Improvement Model Review Guy W. Wallace EPPIC Inc. The Enterprise Process Performance Improvement Consultancy Inc. ©2002 EPPIC, Inc. All Rights Reserved EPP 04 10/1/02Page 10


Phase 2: CurrentPhase 2: Current--State AnalysisState AnalysisTargeting EPPI Phases

Phase


Phase

2Phase


Phase

3Phase


Phase

4Phase


Phase

1

©2001 EPPIC, Inc.

Current-State Analysis

Future-State Design



Phase 2 Description Phase 2 Description –– An analysis meeting is facilitated with target audience Master Performers (for the current state view) and any Subject Matter Experts (needed for a future state view) to map and model the process and the human performance requirements, identify performance gaps, and then to systematically derive the enabling human and environmental assets required for any areas of problem or opportunity

Key OutputsKey Outputs ––� Phase 2 Analysis Team Kick-off Presentation � Analysis Report

• Process Maps/Performance Models• Enabler Matrices for HAR and EAR• Existing System Assessments

� Phase 2 PST Gate Review Meeting Presentation *




Phase 3: FuturePhase 3: Future--State DesignState Design

Phase 3 DescriptionPhase 3 Description –– A Design Team composed of one to three members from the AnalysisTeam meets to define the design outputs: Improvement Specifications; subsequently, a Project Steering Team gate review meeting is held to review/modify/approve those outputs and direct Phase 4 efforts

Key OutputsKey Outputs ––� Phase 3 Design Team Kick-off Presentation� Design Document

• Target Definitions• Improvement Specifications (for each target)• Improvement Specification Summaries (for each HAM or EAM System)




Phase


Phase

2Phase


Phase

3Phase


Phase

4Phase


Phase

1

©2001 EPPIC, Inc.


Future-State Design





Phase 4: Implementation PlanningPhase 4: Implementation Planning

Phase 4 Description Phase 4 Description –– Conduct a meeting with the Implementation Planning Team(s) to dothe implementation planning for the priority gaps selected by the PST in the Phase 3 gate review

Key OutputsKey Outputs� Phase 4 Implementation Planning Team Kick-off Presentation� Implementation Plan

• Project Specifications and (macro) plans• Forecasts for project investments and returns and ROI potential• PERT Charts for all projects


* The Project Steering Team decides to continue into EPPI I I based on the ROI potential or put that on hold, or kill the entire EPPI project effort


Phase


Phase

2Phase


Phase

3Phase


Phase

4Phase


Phase

1

©2001 EPPIC, Inc.


Future-State Design





PostPost--Targeting Targeting

EPPI Intervention InitiativesEPPI Intervention Initiatives

After a Targeting EPPI project, follow-on efforts will develop/deploy “Interventions Initiatives” that have been forecasted to provide a sufficient ROI


Sim

ple

Impr

ovem

ent

Inte

rven

tion

Initi

ativ

e

Com

plex

Im

prov

emen

t In

terv

entio

n In

itiat

ive

ABC

C

B

A

C

B

A

ABC

C

B

A

ABC ABC

C

B

AMacro Project

Planning

Analysis Design

Design Integration

& Test

Development

Development Integration &

Test Pilot Test

Revision & Release

Phase


Phase

2Analysis

Phase

3Design

Phase


Phase

5Pilot Test

Phase

6Revision & Release

©2001 EPPIC, Inc.

©2001 EPPIC, Inc.



Targeting EPPI Targeting EPPI Project Teams and RolesProject Teams and Roles

Five Key Project TeamsFive Key Project Teams

Project Steering

Team

DesignTeamAnalysis

Team

Implementation Planning Team

ProjectWork Team

� A team of key internal customer/stakeholders that “own and control” all project resources and management decisions, especially the “business decisions” inherent in every project

©2001 EPPIC, Inc.

� Key, handpicked Master Performers and Subject Matter Experts provide the “real-world inputs” for a facilitated analysis and improvement design to better determine the ROI and Value Add potential for an improvement

� “Internal Supplier” representatives will join Analysis Team & Design Team members to macroplan and “cost out” the post-Targeting EPPI interventions initiatives needed to implement themultiple changes that will be required in Stage II

� Coordinates all project activities and facilitates all meetings,to minimize the administration and management activities burden on the leadership and internal customer groups



Areas of Performance (AoPs)Areas of Performance (AoPs)AoPs segment the performance into chunks

�Linear performance chunks�Nonlinear performance chunks

Example: Convenience Store Manager

Payroll, Banking, and

Financial Management

Payroll, Banking, and

Financial Management

G.

StaffRecruiting,Selection,

and Training

StaffRecruiting,Selection,

and TrainingWork

SchedulingWork

Scheduling

A. B.

ProgressiveDisciplineProgressiveDiscipline Store

OperationsStore

Operations CustomerServiceCustomer

Service

InventoryManagement

InventoryManagement

TMC StoresStore Manager

PERFORMANCE MODELAreas of Performance

C. D. E.

F.

©2002 EPPIC, Inc.



Performance Modeling for Performance Modeling for Leadership & ManagementLeadership & Management

The EPPIC Management “AoP” Model:

The goal is to have an Area of Performance “bucket” for every part of a leaders/managers job that allows for identifying common and unique performance and enablers up and down and across an enterprise

LC

S

S1Process Design/re-design


S2Human AssetsManagement


S3Environmental AssetsManagement


S4SpecialAssignments


L4Results MeasurementPlanning & Management


L1Stakeholder RelationshipManagement/Governance


L2Strategic Planning &Management


L3Operations Planning & Management


L5Process ImprovementPlanning & Management


C1Work PlanningC1Work Planning

C2Work AssigningC2Work Assigning

C3Work MonitoringC3Work Monitoring

C4Work Troubleshooting


L6CommunicationsPlanning &Management

L6CommunicationsPlanning &ManagementL

CS



































C4Work TroubleshootingC1

Work PlanningC1Work Planning

























C1Work PlanningC1AoP #1

C2Work AssigningC2AoP #2

C3Work MonitoringC3AoP #3


C4AoP # 7

�

The EPPIC Individual Contributor “AoP” Model:



Management AoPs by LevelManagement AoPs by LevelLe

ader

ship

Cor

eSu

ppor

t











L1Stakeholder RelationshipManagement/System Governance

L1Stakeholder RelationshipManagement/System Governance







C1

Planning Work

C1

Planning Work

C2

Assigning Work

C2

Assigning Work

C3

Monitoring Work

C3

Monitoring Work

C4

Troubleshooting Work

C4

Troubleshooting Work





EPPIC’s Model forEPPIC’s Model for

Management Areas of Performance Management Areas of Performance (AoPs)(AoPs)

Leadership Areas of PerformanceLeadership Areas of Performance� L1 - Stakeholder Relationship Management/System Governance� L2 - Strategic Planning & Management� L3 - Operations Planning & Management� L4 - Results Measurement Planning & Management� L5 - Process Improvement Planning & Management� L5 - Communications Planning & Management

Core Areas of PerformanceCore Areas of Performance� C1 - Planning Work� C2 - Assigning Work� C3 - Monitoring Work� C4 - Troubleshooting Work

Support Support Areas of PerformanceSupport Support Areas of Performance� S1 - Process Design/re-design� S2 - Human Assets Management� S3 - Environmental Assets Management� S4 - Special Assignments



Targeting EPPI Process: Performance AnalysisTargeting EPPI Process: Performance Analysis

Performance Model ChartPerformance Model Chart

The Performance Model establishes “mastery performance” as The Performance Model establishes “mastery performance” as the benchmark criterionthe benchmark criterion

Key TasksDescribes the key activities needed to produce the outputs

Roles/ResponsibilitiesClarifies who is typically responsible for performing the tasks

DeficiencydE=EnvironmentdK=Knowledge/skilldI=Individual

attribute/value

Key Outputs and Metrics or MeasuresDescribes what is produced from doing the job tasks and identifies key performance measures of each output

Typical Performance GapsIdentifies any typical ways the output or task does not meet performance standards

Probable Gap Cause(s)Identifies most likely causes for each typical performance issue/ deficiency

The Most Convenient StoresStore ManagementPerformance Model

©1999 EPPIC, Inc.

Area of Performance:

• Key Outputs- Measures Key Tasks

Probable GapCause(s)

dEdKdI

Roles/Responsibilities1 2 3 4

dE = deficiency - EnvironmentdK = deficiency - Knowledge/skilldI = deficiency - Individual attribute/

value

Role: 1 =2 =3 =4 =

TypicalPerformance Gaps

Form Design ©2002 EPPIC, Inc. 4/99 Page 1

A. Staff Recruiting, Selection, and Training

1 = District Manager2 = Store Manager3 = Assistant Manager4 = Clerk

• New staff hired- Timely- Qualified

•Identify need for additional staff and complete internal paperwork

•Create and place local ads

•Select candidates for interviewing

•Interview and select candidates for offer

•Make hiring offer(s)•Complete paperwork

to fill the position

� �

�

�

�

�

�

•Too few candidates

•Poor choice

•Poor recruiting•Local economy•Neglect to check

references•References do not

provide key information

dKdEdK

dE

Key TasksKey TasksDescribes the key activities needed to produce the outputs

Roles/ResponsibilitiesRoles/ResponsibilitiesClarifies who is typically responsible for performing the tasks

DeficiencyDeficiencydE=EnvironmentdK=Knowledge/skilldI=Individual

attribute/value

Key Outputs and Key Outputs and Metrics or MeasuresMetrics or MeasuresDescribes what is produced from doing the job tasks and identifies key performance measures of each output

Typical Performance GapsTypical Performance GapsIdentifies any typical ways the output or task does not meet performance standards

Probable Gap Cause(s)Probable Gap Cause(s)Identifies most likely causes for each typical performance issue/ deficiency

The Most Convenient StoresStore ManagementPerformance Model

©1999 EPPIC, Inc.

Area of Performance:



dEdKdI


dE = deficiency - EnvironmentdK = deficiency - Knowledge/skilldI = deficiency - Individual attribute/

value

Role: 1 =2 =3 =4 =

TypicalPerformance Gaps

4/99 Page 1

A. Staff Recruiting, Selection, and Training

1 = District Manager2 = Store Manager3 = Assistant Manager4 = Clerk

• New staff hired- Timely- Qualified

•Identify need for additional staff and complete internal paperwork

•Create and place local ads

•Select candidates for interviewing

•Interview and select candidates for offer

•Make hiring offer(s)•Complete paperwork

to fill the position

� �

�

�

�

�

�

•Too few candidates

•Poor choice

•Poor recruiting•Local economy•Neglect to check

references•References do not

provide key information

dKdEdK

dE



Targeting an AoP’s Outputs/Tasks Targeting an AoP’s Outputs/Tasks for Return on Improvementfor Return on Improvement

Assess the Performance Model data, and identify the critical “targets” (H-M-L-Ø) at the “Output/Task” cluster level

Form Design ©2002 EPPIC, Inc. VER 109 Page 1

Area of Performance: A.



dEdKdI


dE = deficiency - EnvironmentdK = deficiency - Knowledge/skilldI = deficiency - Individual attribute/value

Role: 1 =2 = 3 =4 =

TypicalPerformance

Gaps

-Performance Model

•Key task #1

•Key task #2

•Key task #3

•Key task #4

•Key task #5

•Key task #6

• Key Output- Measure- Measure

� �

�

�

�

�

�

•Gap #1

•Gap #2

•Cause #1•Cause #2

dKdE

dK

dE

Rating(H,M,L,

Ø)

H



Targeting EPPI Process: Deriving theTargeting EPPI Process: Deriving the

Human Asset EnablersHuman Asset Enablers

There are two kinds of human asset enablers�Knowledge/skills�Attributes/values

The human asset enablers are systematically derived from the Performance Model

© 2002 EPPIC, Inc.

<=

Process Map

Performance Model

Knowledge/Sk

ills

Attributes/V

alues




Targeting EPPI Process: Deriving Human Asset EnablersTargeting EPPI Process: Deriving Human Asset Enablers

Knowledge/Skill Categories*Knowledge/Skill Categories*

Knowledge/Skill Matrices

Category: Records/ReportsCategory: Tools/Equipment

Category: XYZCategory: ABC

• Plus the knowledge/skill of performance outputs and tasks and roles/responsibilities as documented in the Performance Model, K/S Category:0. Performance Requirements

• Plus the knowledge/skill of performance outputs and tasks and roles/responsibilities as documented in the Performance Model, K/S Category:0. Performance Requirements

1. Company Policies/Procedures/Practices/Guidelines

2. Laws, Regulations, Codes, Agreements, and Contracts

3. Industry Standards4. Internal Organizations and Resources5. External Organizations and Resources6. Marketplace Knowledge7. Product/Service Knowledge8. Process Knowledge9. Records, Reports, Documents, and Forms

10. Materials and Supplies11. Tools/Equipment/Machinery12. Computer Systems/Software/Hardware13. Personal/Interpersonal14. Management/Supervisory15. Business Knowledge and Skills16. Professional/Technical17. Functional Specific ©2002 EPPIC, Inc.




Knowledge/Skill MatrixKnowledge/Skill Matrix

AoP AoP LinkLinkIdentifies the segment of the job where the knowledge or skill enables performance

K/S ItemK/S ItemIdentifies the discrete knowledge or skill item

DepthDepthThe level to which any training & development needs to go

VolatilityVolatilityRanks how often and significantly the knowledge or skill will change

DifficultyDifficultyRanks how difficult the item is to learn

CriticalityCriticalityRanks the relationship between having the knowledge or skill and performance mastery

Select/TrainSelect/TrainDenotes whether the item is a selection criteria/ condition or needs to be covered in training & development

GFEDCBADepthA/K/S

Volatility H/M/L

DifficultyH/M/L

Criticality H/M/L

Select/TrainS/T

Link to Area of Performance

K/S Item

Knowledge/Skill Category:

GFEDCBADepthA/K/S

Volatility H/M/L

DifficultyH/M/L

Criticality H/M/L

Select/TrainS/T


K/S Item


<Company/Client Name><Audience>

Knowledge/Skill Matrix

A =B =C= D=

E =F = G =

Criticality/Difficulty/VolatilityH = HighM = MediumL = Low

Depth of CoverageA = AwarenessK = KnowledgeS = Skill

Codes: Link to Area of Performance

Form Design ©2002 EPPIC, Inc.

AoP AoP LinkLinkIdentifies the segment of the job where the knowledge or skill enables performance

K/S ItemK/S ItemIdentifies the discrete knowledge or skill item

DepthDepthThe level to which any training & development needs to go

VolatilityVolatilityRanks how often and significantly the knowledge or skill will change

DifficultyDifficultyRanks how difficult the item is to learn

CriticalityCriticalityRanks the relationship between having the knowledge or skill and performance mastery

Select/TrainSelect/TrainDenotes whether the item is a selection criteria/ condition or needs to be covered in training & development

GFEDCBADepthA/K/S

Volatility H/M/L

DifficultyH/M/L

Criticality H/M/L

Select/TrainS/T


K/S Item


GFEDCBADepthA/K/S

Volatility H/M/L

DifficultyH/M/L

Criticality H/M/L

Select/TrainS/T


K/S Item




A =B =C= D=

E =F = G =




GFEDCBADepthA/K/SGFEDCBADepthA/K/S

Volatility H/M/L

DifficultyH/M/L

Criticality H/M/L

Select/TrainS/T


K/S Item


GFEDCBADepthA/K/SGFEDCBADepthA/K/S

Volatility H/M/L

DifficultyH/M/L

Criticality H/M/L

Select/TrainS/T


K/S Item




A =B =C= D=

E =F = G =






Targeting EPPI Process: Deriving Human Asset Enablers Targeting EPPI Process: Deriving Human Asset Enablers

Attribute/Value CategoriesAttribute/Value Categories

Attribute/ValueMatrices

Category: PsychologicalCategory: Physical

Category: XYZCategory: ABC 18. Psychological Attributes

19. Physical Attributes20. Intellectual Attributes21. Values

©2001 EPPIC, Inc.




Attribute/Value MatrixAttribute/Value Matrix

AoP AoP LinkLinkIdentifies the segment of the job where the attribute or value enables performance

A/V ItemA/V ItemIdentifies the discrete attribute or value item

ExtentExtentThe level of organizational effort required to institute the attribute or value

VolatilityVolatilityRanks how often and significantly the attribute or value will change

DifficultyDifficultyRanks how difficult it is to accommodate

CriticalityCriticalityRanks the relationship between having the attribute or value and performance mastery

Select/Select/AccommodateAccommodateDenotes whether the item is a selection criteria/condition or will be accommodated by organization

GFEDCBAExtentH/M/L

Volatility H/M/L

DifficultyH/M/L

Criticality H/M/L

Select/Accommodate

S/A


A/V Item

Attribute/Value Category:

GFEDCBAExtentH/M/L

Volatility H/M/L

DifficultyH/M/L

Criticality H/M/L

Select/Accommodate

S/A


A/V Item

Attribute/Value Category:


Attribute/Value

A =B =C= D=

E =F = G =

Criticality/Difficulty/Volatility/ExtentH = HighM = MediumL = Low





Targeting EPPI Process: Deriving the Targeting EPPI Process: Deriving the

Environmental Asset EnablersEnvironmental Asset Enablers

There are six kinds of environmental asset enablers�Data/Information�Materials/Supplies�Tools/Equipment

The environmental asset enablers are systematically derived from the Performance Model

�Facilities/Grounds�Budget/Headcount�Culture/Consequences

© 2002 EPPIC, Inc.

<=

Process Map

Performance Model

Data/Information

Facilities/Grounds

Tools/Equipment

Materials/Supplies



Budget/Headcount



Targeting EPPI Process: Deriving Environmental Asset EnablersTargeting EPPI Process: Deriving Environmental Asset Enablers

Data/Information MatrixData/Information Matrix

DifficultyDifficultyRanks how difficult the data or information item is to use

AoP AoP LinkLinkIdentifies the segment of the job where the data orinformation enables performance

D/I ItemD/I ItemIdentifies the discrete data or information item

ExtentExtentThe level of organizational effort required to install/create the data or information item

VolatilityVolatilityRanks how often and significantly the data or information will change

CriticalityCriticalityRanks the relationship between having the data or information and performance mastery

Present/AddressPresent/AddressDenotes whether the data or information item supports performance 100 percent as is or must be addressed

GFEDCBAExtentH/M/L

Volatility H/M/L

DifficultyH/M/L

Criticality H/M/L

Present/Address

P/A


D/I Item

Data/Information Category:

GFEDCBAExtentH/M/L

Volatility H/M/L

DifficultyH/M/L

Criticality H/M/L

Present/Address

P/A


D/I Item



Data/Information Matrix

A =B =C= D=

E =F = G =

A =B =C= D=

E =F = G =




DifficultyDifficultyRanks how difficult the data or information item is to use







GFEDCBAExtentH/M/L

Volatility H/M/L

DifficultyH/M/L

Criticality H/M/L

Present/Address

P/A


D/I Item


GFEDCBAExtentH/M/L

Volatility H/M/L

DifficultyH/M/L

Criticality H/M/L

Present/Address

P/A


D/I Item




A =B =C= D=

E =F = G =

A =B =C= D=

E =F = G =









GFEDCBAExtentH/M/L

Volatility H/M/L

DifficultyH/M/L

Criticality H/M/L

Present/Address

P/A


D/I Item


GFEDCBAExtentH/M/L

Volatility H/M/L

DifficultyH/M/L

Criticality H/M/L

Present/Address

P/A


D/I Item




A =B =C= D=

E =F = G =

A =B =C= D=

E =F = G =



GFEDCBAExtentH/M/LGFEDCBAExtentH/M/L

Volatility H/M/L

DifficultyH/M/L

Criticality H/M/L

Present/Address

P/A


D/I Item



Volatility H/M/L

DifficultyH/M/L

Criticality H/M/L

Present/Address

P/A


D/I Item




A =B =C= D=

E =F = G =

A =B =C= D=

E =F = G =



.




Materials/Supplies MatrixMaterials/Supplies Matrix

GFEDCBAExtentH/M/L

Volatility H/M/L

DifficultyH/M/L

Criticality H/M/L

Present/Address

P/A


M/S Item

Materials/Supplies Category:

GFEDCBAExtentH/M/L

Volatility H/M/L

DifficultyH/M/L

Criticality H/M/L

Present/Address

P/A


M/S Item



Materials/Supplies Matrix

A =B =C= D=

E =F = G =

A =B =C= D=

E =F = G =



AoP AoP LinkLinkIdentifies the segment of the job where the materials or supplies enable performance

M/S ItemM/S ItemIdentifies the discrete materials or supplies item

ExtentExtentThe level of organizational effort required to install/create the materials or supplies item

VolatilityVolatilityRanks how often and significantly the materials or supplies will change

DifficultyDifficultyRanks how difficult the materials or supplies item is to use

CriticalityCriticalityRanks the relationship between having the materials or supplies and performance mastery

Present/AddressPresent/AddressDenotes whether the materials or supplies item supports performance 100 percent as is or must be addressed

GFEDCBAExtentH/M/L

Volatility H/M/L

DifficultyH/M/L

Criticality H/M/L

Present/Address

P/A


M/S Item


GFEDCBAExtentH/M/L

Volatility H/M/L

DifficultyH/M/L

Criticality H/M/L

Present/Address

P/A


M/S Item




A =B =C= D=

E =F = G =

A =B =C= D=

E =F = G =




Volatility H/M/L

DifficultyH/M/L

Criticality H/M/L

Present/Address

P/A


M/S Item



Volatility H/M/L

DifficultyH/M/L

Criticality H/M/L

Present/Address

P/A


M/S Item




A =B =C= D=

E =F = G =

A =B =C= D=

E =F = G =



©2002 EPPIC, Inc.

AoP AoP LinkLinkIdentifies the segment of the job where the materials or supplies enable performance

M/S ItemM/S ItemIdentifies the discrete materials or supplies item

ExtentExtentThe level of organizational effort required to install/create the materials or supplies item

VolatilityVolatilityRanks how often and significantly the materials or supplies will change

DifficultyDifficultyRanks how difficult the materials or supplies item is to use

CriticalityCriticalityRanks the relationship between having the materials or supplies and performance mastery

Present/AddressPresent/AddressDenotes whether the materials or supplies item supports performance 100 percent as is or must be addressed




Tools/EquipmentTools/Equipment


Volatility H/M/L

DifficultyH/M/L

Criticality H/M/L

Present/Address

P/A

Link to Area of PerformanceTools/Equipment


Volatility H/M/L

DifficultyH/M/L

Criticality H/M/L

Present/Address

P/A


T/E Item

Tools/Equipment Category:


Tools/Equipment Matrix

A =B =C= D =

E =F = G =

A =B =C= D =

E =F = G =




AoP AoP LinkLinkIdentifies the segment of the job where the tools or equipment enable performance

T/E ItemT/E ItemIdentifies the discrete tools or equipment item

ExtentExtentThe level of organizational effort required to install/create the tools or equipment item

VolatilityRanks how often and significantly the tools or equipment will change

DifficultyDifficultyRanks how difficult the tools or equipment item is to use

CriticalityCriticalityRanks the relationship between having the tools or equipment and performance mastery

Present/AddressPresent/AddressDenotes whether the tools or equipment item supports performance 100 percent as is or must be addressed




Facilities/Grounds MatrixFacilities/Grounds Matrix

GFEDCBAExtentH/M/L

Volatility H/M/L

DifficultyH/M/L

Criticality H/M/L

Present/Address

P/A


F/G Item

Facilities/GroundsCategory:

GFEDCBAExtentH/M/L

Volatility H/M/L

DifficultyH/M/L

Criticality H/M/L

Present/Address

P/A


F/G Item



Facilities/Grounds Matrix

A =B =C= D=

E =F = G =

A =B =C= D=

E =F = G =



©2002 EPPIC, Inc.

AoP AoP LinkLinkIdentifies the segment of the job where the facilities or grounds enable performance

F/G ItemF/G ItemIdentifies the discrete facilities or grounds item

ExtentExtentThe level of organizational effort required to install/create the facilities or grounds item

VolatilityVolatilityRanks how often and significantly the facilities or grounds will change

DifficultyDifficultyRanks how difficult the facilities or grounds item is to use

CriticalityCriticalityRanks the relationship between having the facilities or grounds and performance mastery

Present/AddressPresent/AddressDenotes whether the facilities or grounds item supports performance 100 percent as is or must be addressed

GFEDCBAExtentH/M/L

Volatility H/M/L

DifficultyH/M/L

Criticality H/M/L

Present/Address

P/A


F/G Item


GFEDCBAExtentH/M/L

Volatility H/M/L

DifficultyH/M/L

Criticality H/M/L

Present/Address

P/A


F/G Item




A =B =C= D=

E =F = G =

A =B =C= D=

E =F = G =




Volatility H/M/L

DifficultyH/M/L

Criticality H/M/L

Present/Address

P/A


F/G Item



Volatility H/M/L

DifficultyH/M/L

Criticality H/M/L

Present/Address

P/A


F/G Item




A =B =C= D=

E =F = G =

A =B =C= D=

E =F = G =



AoP AoP LinkLinkIdentifies the segment of the job where the facilities or grounds enable performance

F/G ItemF/G ItemIdentifies the discrete facilities or grounds item

ExtentExtentThe level of organizational effort required to install/create the facilities or grounds item

VolatilityVolatilityRanks how often and significantly the facilities or grounds will change

DifficultyDifficultyRanks how difficult the facilities or grounds item is to use

CriticalityCriticalityRanks the relationship between having the facilities or grounds and performance mastery

Present/AddressPresent/AddressDenotes whether the facilities or grounds item supports performance 100 percent as is or must be addressed




Budget/Headcount MatrixBudget/Headcount Matrix

AoP AoP LinkLinkIdentifies the segment of the job where the budget or headcount enables performance

B/H ItemB/H ItemIdentifies the discrete budget or headcount item

ExtentExtentThe level of organizational effort required to install/create the budget or headcount item

VolatilityVolatilityRanks how often and significantly the budget or headcount will change

DifficultyDifficultyRanks how difficult the budget or headcount item is to use

CriticalityCriticalityRanks the relationship between having the budget or headcount and performance mastery

Present/AddressPresent/AddressDenotes whether the budget or headcount item supports performance 100 percent as is or must be addressed

GFEDCBAExtentH/M/L

Volatility H/M/L

DifficultyH/M/L

Criticality H/M/L

Present/Address

P/A


B/H Item

Budget/Headcount Category:

GFEDCBAExtentH/M/L

Volatility H/M/L

DifficultyH/M/L

Criticality H/M/L

Present/Address

P/A


B/H Item



Budget/Headcount Matrix

A =B =C= D=

E =F = G =

A =B =C= D=

E =F = G =



©2002 EPPIC, Inc.

AoP AoP LinkLinkIdentifies the segment of the job where the budget or headcount enables performance

B/H ItemB/H ItemIdentifies the discrete budget or headcount item

ExtentExtentThe level of organizational effort required to install/create the budget or headcount item

VolatilityVolatilityRanks how often and significantly the budget or headcount will change

DifficultyDifficultyRanks how difficult the budget or headcount item is to use

CriticalityCriticalityRanks the relationship between having the budget or headcount and performance mastery

Present/AddressPresent/AddressDenotes whether the budget or headcount item supports performance 100 percent as is or must be addressed

GFEDCBAExtentH/M/L

Volatility H/M/L

DifficultyH/M/L

Criticality H/M/L

Present/Address

P/A


B/H Item


GFEDCBAExtentH/M/L

Volatility H/M/L

DifficultyH/M/L

Criticality H/M/L

Present/Address

P/A


B/H Item




A =B =C= D=

E =F = G =

A =B =C= D=

E =F = G =




Volatility H/M/L

DifficultyH/M/L

Criticality H/M/L

Present/Address

P/A


B/H Item



Volatility H/M/L

DifficultyH/M/L

Criticality H/M/L

Present/Address

P/A


B/H Item




A =B =C= D=

E =F = G =

A =B =C= D=

E =F = G =






Culture/Consequences MatrixCulture/Consequences Matrix

GFEDCBAExtentH/M/L

Volatility H/M/L

DifficultyH/M/L

Criticality H/M/L

Present/Address

P/A


C/C Item

Culture/Consequences Category:

GFEDCBAExtentH/M/L

Volatility H/M/L

DifficultyH/M/L

Criticality H/M/L

Present/Address

P/A


C/C Item



Culture/Consequences Matrix

A =B =C= D =

E =F = G =

A =B =C= D =

E =F = G =



©2002 EPPIC, Inc.

AoP AoP LinkLinkIdentifies the segment of the job where the culture or consequences enable performance

C/C ItemC/C ItemIdentifies the discrete culture or consequences item

ExtentExtentThe level of organizational effort required to install/create the culture or consequences item

VolatilityVolatilityRanks how often and significantly the culture or consequences will change

DifficultyDifficultyRanks how difficult the culture or consequences item is to use

CriticalityCriticalityRanks the relationship between having the culture or consequences and performance mastery

Present/AddressPresent/AddressDenotes whether the culture or consequences item supports performance 100 percent as is or must be addressed

GFEDCBAExtentH/M/L

Volatility H/M/L

DifficultyH/M/L

Criticality H/M/L

Present/Address

P/A


C/C Item


GFEDCBAExtentH/M/L

Volatility H/M/L

DifficultyH/M/L

Criticality H/M/L

Present/Address

P/A


C/C Item




A =B =C= D =

E =F = G =

A =B =C= D =

E =F = G =




Volatility H/M/L

DifficultyH/M/L

Criticality H/M/L

Present/Address

P/A


C/C Item



Volatility H/M/L

DifficultyH/M/L

Criticality H/M/L

Present/Address

P/A


C/C Item




A =B =C= D =

E =F = G =

A =B =C= D =

E =F = G =



c.

AoP AoP LinkLinkIdentifies the segment of the job where the culture or consequences enable performance

C/C ItemC/C ItemIdentifies the discrete culture or consequences item

ExtentExtentThe level of organizational effort required to install/create the culture or consequences item

VolatilityVolatilityRanks how often and significantly the culture or consequences will change

DifficultyDifficultyRanks how difficult the culture or consequences item is to use

CriticalityCriticalityRanks the relationship between having the culture or consequences and performance mastery

Present/AddressPresent/AddressDenotes whether the culture or consequences item supports performance 100 percent as is or must be addressed



A lot of data . . .A lot of data . . .

Analysis Data Used for Targeting for EPPI IIAnalysis Data Used for Targeting for EPPI II





33-- The Environmental Asset EnablersThe Environmental Asset EnablersThe environment provides several types of enabling assets for the humans to use while performing the job; these include�Data/Information�Materials/Supplies�Tools/Equipment�Facilities/Grounds�Budget/Headcount�Culture/Consequences

What is required depends on both the performance requirements and the human capabilities available

What is required depends on both the performance requirements and the human capabilities available

C

S

L

C

S

L

C

S

L

C

S

L

C

S

L

C

S

L

C

S

L

Performance Model

<=Process

Map

Lead

ersh

ip

Syst

ems

& Pr

oces

ses

Cor

e Sy

stem

s &

Proc

esse

s

Supp

ort

Syst

ems

& Pr

oces

ses

Attributes/Values

Knowledge/Skills



Facilities/Grounds

Tools/Equipment

Materials/Supplies

Data/Information

Budget/Headcount


Role1


KeyOutputs

KeyTasks


TypicalPerf. Gaps

Prob. GapCause

dEdKdI

Role:


OutputsKey


TypicalPerf. Gaps

Prob. GapCause

dEdKdI

Role:

Role2

Role3

Role4

Role5

<=

3 Key EPPI Components: 13 Key EPPI Components: 1-- The Process The Process The Process itself must be “designed to deliver” and meet the desired metrics.


required metrics


required metrics



Assessing Existing Systems for EPPI HAMS & EAMS Assessing Existing Systems for EPPI HAMS & EAMS

Internal Enterprise ResponsibilitiesInternal Enterprise Responsibilities

Reward & Recognition Reward & Recognition SystemsSystems

H7

Compensation & Compensation & Benefits SystemsBenefits Systems

H6

Performance Appraisal Performance Appraisal & Management & Management SystemsSystems

H5

Training & Training & Development SystemsDevelopment Systems

H4

Recruiting & Selection Recruiting & Selection SystemsSystems

H3

Staffing & Succession Staffing & Succession Planning SystemsPlanning Systems

H2

Organization & Job Organization & Job Redesign SystemsRedesign Systems

H1

Contact NameContact NameInternal “Supplier Organizations”Internal “Supplier Organizations”EPPI HAMS EPPI HAMS System LabelSystem Label##



Assessing Existing Systems for EPPI HAMS & EAMS Assessing Existing Systems for EPPI HAMS & EAMS

Internal Enterprise ResponsibilitiesInternal Enterprise Responsibilities

Culture & Culture & Consequence Consequence SystemsSystems

E6

Financial Financial SystemsSystems

E5

Facilities & Facilities & Grounds SystemsGrounds Systems

E4

Tools & Equipment Tools & Equipment SystemsSystems

E3

Materials & Materials & Supplies SystemsSupplies Systems

E2

Data & Information Data & Information SystemsSystems

E1

Contact NameContact NameInternal “Supplier Organizations”Internal “Supplier Organizations”EPPI EAMS EPPI EAMS System LabelSystem Label##



Key Targeting EPPI MeetingsKey Targeting EPPI Meetings

Analysis Team Plus Others: TBD from “Internal Systems”

Implementation Planning Team

PST MembersPhase 4 PST


Extended Design Team RepsDesign Review Team

Analysis Team SubsetDesign Team

Extended Analysis Team RepsAnalysis Review Team


Master Performers/SMEs

Analysis Team

PST MembersPhase 1 PSTLocationDatesTarget ParticipantsProject Meeting



PostPost--Targeting Targeting


After a Stage I-Targeting EPPI project, follow-on Stage II- efforts will develop/deploy “Interventions Initiatives” that have been forecasted to provide a sufficient ROI

EPPI Stage II EPPI Stage II -- EPPI Intervention InitiativesEPPI Intervention Initiatives

Sim

ple

Impr

ovem

ent

Inte

rven

tion

Initi

ativ

e

Com

plex

Im

prov

emen

t In

terv

entio

n In

itiat

ive

ABC

C

B

A

C

B

A

ABC

C

B

A

ABC ABC

C

B

AMacro Project

Planning

Analysis Design

Design Integration

& Test

Development

Development Integration &

Test Pilot Test

Revision & Release

Phase


Phase

2Analysis

Phase

3Design

Phase


Phase

5Pilot Test

Phase

6Revision & Release

©2001 EPPIC, Inc.

©2001 EPPIC, Inc.



EPPI Stage II EPPI Stage II ––

Intervention InitiativesIntervention Initiatives

There are 3 types of invention initiative “targets” from Stage I:

1- Process- the process and it’s metrics may need to be better specified and the process redesigned to meet those requirements specs

2- Human Asset Management Systems- the individual “human asset management systems” and their outputs and processes and metrics may need to be “better specified” and their “processes redesigned” to meet those new requirements specs

3- Environmental Asset Management Systems- the individual “environmental asset management systems” and their outputs and processes and metrics may need to be “better specified” and their “processes redesigned” to meet those new requirements specs



11-- ProcessProcess

The Targeted Process and it’s metrics may need to be

1. Better specified in terms of it’s deliverables and process metrics: customer requirements and specifications, and all other key stakeholder requirements and specifications, and then…

2. Redesigned the Process, to meet those “requirements specs” of the customer, other stakeholders and the “process owners” requirements. This redesign should be done by/with the customer and key stakeholders

The Process are typically Customer systems, under

their own control, needing to meet various stakeholder

requirements as a supplier in a larger “value chain”

The Process are typically Customer systems, under

their own control, needing to meet various stakeholder

requirements as a supplier in a larger “value chain”












Process Map

Performance Model

Process Map

Performance Model

Process Map

Performance Model

Process Map

Performance Model

Performance Model

<=



















Process Map

Performance Model

Process Map

Performance Model

Performance Model

Process Map

Performance Model

Process Map

Performance Model

Performance Model

Performance Model

Performance Model=



22-- Human Asset Management SystemsHuman Asset Management Systems

Individual “Human Asset Management Systems” and their outputs and processes and metrics may need to be “better specified” and their “processes redesigned” to meet those new requirements specs. HAMS are typically owned by HR-typefunctions.

HAMHAM Systems & ProcessesSystems & Processes










Targeting Improvements to Targeting Improvements to HAM Systems for ROIHAM Systems for ROIHAMSHAMS –– HHuman uman AAsset sset MManagement anagement SSystemsystems












Process Map

Performance Model

Process Map

Performance Model

Process Map

Performance Model

Process Map

Performance Model

Performance Model

<=



















Process Map

Performance Model

Process Map

Performance Model

Performance Model

Process Map

Performance Model

Process Map

Performance Model

Performance Model

Performance Model

Performance Model=

Knowledge/Skills

Attributes/Values

HAM SHAM Systems & Processesystems & Processes








PerformancePerformance--based Human Asset Requirementsbased Human Asset Requirements

The HAMS are typically HRsystems, but their specific

“organization responsible” configuration varies from

enterprise to enterprise; they address the following

The HAMS are typically HRsystems, but their specific

“organization responsible” configuration varies from

enterprise to enterprise; they address the following



�



33-- Environmental Asset Management SystemsEnvironmental Asset Management Systems

Individual “Environmental Asset Management Systems” and their outputs and processes and metrics may need to be “better specified” and then,a as necessary, their “processes redesigned” to meet those new requirements specs

EAM Systems & ProcessesEAM Systems & Processes




Financial Systems





Targeting Improvements to Targeting Improvements to EAM Systems for ROIEAM Systems for ROI

PerformancePerformance--based Environmental Asset Enablersbased Environmental Asset Enablers

EAM SEAM Systems & Processesystems & Processes




Financial Systems














Process Map

Performance Model

Process Map

Performance Model

Process Map

Performance Model

Process Map

Performance Model

Performance Model

<=



















Process Map

Performance Model

Process Map

Performance Model

Performance Model

Process Map

Performance Model

Process Map

Performance Model

Performance Model

Performance Model

Performance Model=

Data/Information

Facilities/Grounds

Materials/Supplies

Culture/ Consequences

Tools/Equipment/ Machinery Budget/Headcount

EAMSEAMS –– EEnvironmental nvironmental AAsset sset MManagement anagement SSystemsystems

The EAMS are non-HR systems in control of by the customer; EAMS “organization responsible” configurations are unique to a particular company, but include:





�



2 Stages of EPPI2 Stages of EPPI

EPPI Stage I- Targeting EPPI� Where initial, quick investigations are made to assess problems/opportunities to

assess for “worth” or value in terms of ROI and Value Add

EPPI Stage II- EPPI Intervention Initiatives� Where those targets deemed worthy in terms of their potential ROI and Value Add

are systematically addressed and improved, by working on “one, two, or all three key variables”

Phase


Phase

2Analysis

Phase

3Design

Phase


Phase

5Pilot Test

Phase

6Revision & Release

©2001 EPPIC, Inc.

Phase2 Current-

State Analysis

Phase2 Current-

State Analysis

Phase3 Future-

State Design

Phase3 Future-

State Design


Planning


Planning

Phase1 Project

Planning &Kick-off

Phase1 Project

Planning &Kick-off

©2001 EPPIC, Inc.



The EPPI MODEL of 3 Key VariablesThe EPPI MODEL of 3 Key Variables

C

S

L

C

S

L

C

S

L

C

S

L

C

S

L

C

S

L

C

S

L

Performance Model

<=Process Map

Lead

ersh

ip

Syst

ems &

Pr

oces

ses

Cor

e Sy

stem

s &

Proc

esse

sSu

ppor

t Sys

tem

s &

Proc

esse

s

Attributes/Values

Knowledge/Skills



Facilities/Grounds

Tools/Equipment

Materials/Supplies

Data/Information

Budget/Headcount


Role1


KeyOutputs

KeyTasks


TypicalPerf. Gaps

Prob. GapCause

dEdKdI

Role:


OutputsKey


TypicalPerf. Gaps

Prob. GapCause

dEdKdI

Role:

Role2

Role3

Role4

Role5

<=

3 Key EPPI variables to be improved/managed:3 Key EPPI variables to be improved/managed:11-- The Process The Process The Process itself must be “designed to deliver” and meet the desired/required metrics.



33-- The Environmental Asset EnablersThe Environmental Asset EnablersThe environment provides several types of enabling assets for the humans to use while performing the job; these include

�Data/Information�Materials/Supplies�Tools/Equipment�Facilities/Grounds�Budget/Headcount�Culture/Consequences



EPPI is a methodologyEPPI is a methodology--setset for:for:

EEnterprise nterprise PProcessrocessPPerformanceerformanceIImprovementmprovement



Guy W. Wallace, CPTGuy W. Wallace, CPTGuy has been in the performance improvement field since 1979 and a consultant to government and industry since 1982. His extensive client list includes many Fortune 500 firms. Many are repeat customers. He has analyzed and developed training & development and non-instructional performance improvement interventions for almost every type of business function and process. He has won awards for his instructional design work.

Guy is the author of three books, more than 30 articles, and has presented more than 50 times at international conferences and chapters of the International Society for Performance Improvement (ISPI), the American Society for Training & Development (ASTD), and at the Conference for Nuclear Training & Education, IEEE and Lakewood Conferences.

He was the treasurer and an executive director on the 1999–2000 board of ISPI, and was recently elected President of ISPI for the year 2003-2004.

Guy is a Certified Performance Technologist (CPT).

Guy’s Consulting ClientsGuy’s Consulting ClientsGuy’s Consulting ClientsGuy’s Consulting Clients

2000200020002000————todaytodaytodaytoday

Eli Lilly, Fireman’s Fund Insurance, General Motors, GTE, Johnson Controls, Siemens Building Technologies, and Verizon.

1990199019901990————1999199919991999

Abbott, ALCOA Labs, Alyeska Pipeline Services Company, American Management Systems, Amoco, AT&T Network Systems, Bandag, Bank ofAmerica, Baxter, Bellcore Tech, British Petroleum-America, Burroughs, CCH, Data General, Detroit Ball Bearing, Digital Equipment Company, Discover Card, Dow Chemical, EDS, Eli Lilly, Ford, General Dynamics, General Motors, H&R Block, HP, Illinois Bell, Imperial Bondware, MCC Powers, NCR, Novacor, Occidental Petroleum Labs, Spartan Stores, Sphinx Pharmaceuticals, Square D Company, and Valuemetrics.

1982198219821982————1989198919891989

ALCOA Labs, Ameritech, Amoco, Arthur Anderson, AT&T Communications, AT&T Microelectronics, AT&T Network Systems, Baxter, Burroughs, Channel Gas Industries/Tenneco, Dow Chemical, Exxon, Ford, General Dynamics, HP, Illinois Bell, MCC Powers, Motorola, Multigraphics, NASA, Northern Telecom, Northern Trust Bank, and Westinghouse Defense Electronics.